General Electric's "Work$-$Out" is an organizational improvement process developed to encourage employee involvement, streamline decision$-$making, and cultivate a culture of continuous improvement. Introduced in the late $1980$s$,$ it aimed to enhance efficiency and responsiveness amid changing business environments.

Recognized as a successful organizational development approach, "Work$-$Out" at GE promotes innovation, collaboration, and responsiveness. Originating within GE$,$ similar processes have been adopted by other organizations to tap into collective workforce intelligence for positive change.

Adapting to today's needs, the "Work$-$Out" program, including the confrontation meeting, has evolved to meet the dynamics of modern organizations. This meeting, integral to Work$-$Out, brings employees and leaders together to openly address and resolve issues in alignment with contemporary organizational demands.

Explain how the "Work$-$Out" is an organizational improvement process confrontation meeting has been adapted to fit today$$s organizations.